Pictured throughout, clients are premiere nonprofits with up to $125M capital budgets, $30M operating budgets and staffs of 150+, with programs across many disciplines:
Visual arts, immersive exhibitions, dance, music, theater, musical theater, literary arts, film/video, new media, design, architecture, opera, symphonic music, culinary arts, history, science, archeology
They are stand-alone institutions or units of government, colleges and universities
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The Mucha Foundation, Prague (circulating Mucha-centered exhibitions to art museums in North America and abroad)
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Grand Palais Immersif, Paris (circulating art and art-related immersive exhibitions to art, history, science, and civic museums in North America and abroad)
- District of Columbia Commission on the Arts and Humanities (2021-23 Strategic Plan; read it here)
- Oregon State University (arts facilities planning and resource development, strategic planning, executive coaching, collections management)( read about the new Arts and Education Complex)
- Arena Stage, Washington, D.C. (executive coaching)
- Wexner Center for the Arts, Ohio State University (CEO and COO searches; strategic planning and resource development)
- Brightwater Center for the Study of Food, Bentonville, AR (CEO and C-suite searches; operations)
- Anchorage Museum (maximizing earned income)
- Institute for Contemporary Art, Virginia Commonwealth University (long- and short-range financial modeling)
- New York Live Arts (formerly Dance Theater Workshop) (turnaround and merger planning)
- Utah Museum of Fine Arts (governance)
- Museum of Contemporary Art, Los Angeles (Executive VP and COO in turnaround phase)
- United States Artists, Chicago (Interim COO in turnaround phase)
- Guthrie Theater, Minneapolis (Interim Managing Director/COO)
- Graywolf Press, Minneapolis (capital campaign feasibility)
- Walker Art Center, Minneapolis (endowment management and governance)
- Philagrafika, Philadelphia (governance and strategic planning)